2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Sources of employee engagement
9-11 Rules of employee engagement
12-13 Impact on employee engagement
14-15 Categorizing levels of employee engagement
16-17 Why do individuals become disengaged?
18-19 The employee engagement process model
20-21 Different scales to use
22-23 Ways to bring kindness to the workplace
24-25 Cycle of success
26-27 ‘Enablers’
28-29 Hierarchy of human capabilities
30-31 Integrated interventions
32-34 Survey questions
35-36 An onboarding model
37-38 Gender and organizational commitment
39-40 Building and communicating brand values
41-42 Dimensions of facilitation
43-44 Ways to improve employee engagement
45-46 Recent findings
47-48 Why isn’t employee engagement seen as business critical?
49-50 Conclusion, summary and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
10. Rules of
employee
engagement
1 of 2
• Tap into the power of an
inspirational mission
• If you want your people
to give 100%
communicate freely and
frequently
• Everyone wants to
improve
• Provide pathways for
advancement
• Workers don’t work for
money alone
Page 10
11. Rules of
employee
engagement
2 of 2
• Create a culture of
community
• Give them freedom
• Research shows that most
employees work best
under a “servant leader”
• A “family friendly”
workplace actually helps
employees stay focused
on the job
• Fun on the job promotes
engagement
Page 11
13. Impact on
employee
engagement
• Appreciation by direct
supervisor
• Opportunity to advance
• Salary and bonus
• Ability to be effective in
one’s job
• Organization’s care for
wellbeing
• Confidence in executive
leadership
• Relationship with peers
Page 13
17. Why do
individuals
become
disengaged?
• Uncertain job security
• Dead-end jobs
• Lack of meaning
• Worker invisibility
• Corporate coldness
• Working in the dark
• Unrealistic expectations
• Questionable business
practices
Page 17
23. Ways to bring
kindness to the
workplace
• Lead by example
• Support
• Boost morale
• Corporate social
responsibility and charity
• Simple gestures
• Celebrate
Page 23
33. Survey
questions
1 of 2
• I can grow and develop at my
organization
• I have confidence in the future
of my organization
• My work gives me a sense of
personal accomplishment
• I am paid fairly for the work I
do
• My total reward package is
competitive for my industry
sector
Page 33
34. Survey
questions
2 of 2
• Pride in work or workplace
• Satisfaction with leadership
• Opportunity to perform well
• Satisfaction with recognition
received
• Prospects for personal and
professional growth
• Positive work environment and
teamwork
Page 34
44. Ways to
improve
employee
engagement
• Use the right survey
• Focus on the enterprise and
local levels
• Select the right managers
• Coach managers and hold
them accountable for their
employees’ engagement
• Define engagement goals in
realistic and everyday terms
• Find ways to connect with
each employee
Page 44
46. Recent
findings
• Employee engagement makes a
difference to the bottom line
• Managers and leaders play a
key role
• Different types of workers need
different engagement strategies
• Employee engagement has a
great impact on performance
than corporate policies and
perks
• Employees are not prepared to
engage customers
Page 46